Using major programme planning methods, our work formulated a route-map for delivering a new energy infrastructure in the UK.  Included in our extensive work was the analysis of the potential impact of opposing Government policy actions on private sector investor behaviour and how this would impact investment milestones.

Our work highlighted the facilitative actions required by Government within the first five years of such a programme.

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Our team worked closely with the client to embed requirements management as a central part of the programme’s governance. Through structured workshops and stakeholder engagement, we helped establish clear processes for defining, validating, and adapting requirements. This ensured that evolving needs were captured effectively and aligned with broader programme objectives.

By making requirements management a core governance function, we improved alignment, reduced ambiguity, and enabled more informed decision-making. While the programme encountered significant challenges, our structured approach helped teams navigate complexity, manage evolving requirements, and maintain stakeholder confidence. Most importantly, it ensured that the final products met user needs and delivered maximum benefit to customers.

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As part of our work, DAS was commissioned to develop and enhance risk management capability through the delivery of a joint risk management process between the client and customer. Our approach included a detailed assessment of existing arrangements relating to risk, followed by in-depth engagement with key stakeholders to identify their risk requirements. These insights enabled us to create a Joint Risk and Opportunity Management Plan, develop bespoke risk registers and a reporting system, and subsequently implement an enhanced approach to risk management. 

Following the introduction of the joint risk management process, we facilitated workshops with the client’s senior leaders and sub project teams to review the existing risks and identify additional ones. A significant number of risks were closed or rewritten, and new risks were determined and documented. Before handing over to the client, we supported them to upskill their existing risk management team on the new process, delivering an enduring capability.

As a result of our work, the client has a significantly enhanced risk management culture, owned by its people, and underpinned by clear evidence of appropriate risk management, mitigation, and escalation.

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Our work to establish and develop the program management function led to a significant improvement in PMO and project management capability and performance for our client.

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We conducted workshops with each project stream to capture and identify the financial and non-financial inputs required to develop the models. Using best practice modelling, we then used MS Excel to develop each appraisal models. Our work included identifying and developing the project scope, determining the model scale and complexity and defining the model logic and how the analysis would be presented.  We then designed the model in collaboration with the client, before it was developed, extensively tested and subjected to rigorous peer review and data validation. We used the analysis our model produced to develop economic and finance business cases on behalf of our client for three projects. These projects required approval by Her Majesty’s Treasury and the department for Business, Energy and Industrial strategy.  Subsequently, one project was successfully approved, and two others were held ready for approval in subsequent budget years.

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Initially, we collated the existing risk registers and worked closely with stakeholders to reduce the identified risks by 78%. The resultant risks were reviewed to capture cause, event and effect, risk score, financial value, and ownership. We advised risk owners when creating and implementing mitigation plans and refined the reasons for the probability, impact, and finance values. This enabled the programme to address and escalate risks appropriately.

Progress was made through various phases of work, including the development and implementation of new risk assessment criteria aligned with the company’s corporate risk standards. Moreover, we provided training on the risk management tool – Programme Insight Manager – to enhance the accuracy, consistency, and transparency of risk reporting. We also developed a risk management improvement plan to develop risk management across the programme and enable quantitative schedule risk analysis.

Subsequently, our client’s risks management capabilities developed considerably over a nine-month period and risk is now used to underpin business decisions. Testament to this, the risk team were shortlisted for the Risk Management Programme of the Year award in 2023.

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Initially, we developed a risk and opportunity management plan to align the corporate risk management requirements of the three organisations. A new risk register was created that included all the risks from across the projects and programme, enabling them to be reviewed in detail. We then established a new, cohesive approach for reviewing, escalating and opening / closing risks. Our approach included the implementation of a semi-automated risk report, enabling the rapid analysis of risks across the programme & projects.

As a result of our work, the newly created programme team have a highly effective risk process in place. The process is underpinned by a risk register and risk reports that are accessible across the programme. The client’s corporate risk reporting requirements can be fulfilled, and they have additional avenues for analysis to enhance their decision-making capabilities. Before finishing this work, we upskilled client employees in best practice risk management principles to ensure an enduring capability. In turn, this has enabled an improved understanding of the status of risks and opportunities across the programme and enhanced the client’s ability to control a variety of threats and subsequent costs.

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